Aldi has dropped its checkout-free experiment. Amazon is closing its Fresh stores in the UK. At the same time, Booths are struggling to stay profitable and retain their human-first service.
These are three very different strategies, but they point to the same issue: supermarkets are not getting the balance right between technology and human interaction, writes Paul Maguire, Head of New Business at Valtech.
When automation goes too far
Checkout-free stores promised a simpler, faster experience: no queues, no scanning, no friction. In theory, it’s exactly what modern shoppers want. In reality, many customers found the experience unclear and uncomfortable. When payment happens automatically, it becomes harder to understand what is being charged and when. If shoppers don’t fully understand what they’re being charged for, or how the system works, convenience quickly turns into doubt.
That’s the issue with fully automated models: they remove visible friction, but often replace it with uncertainty. And uncertainty is far more damaging to the customer experience. The lesson is simple: removing steps in the journey isn’t enough. Customers still need clarity, control and reassurance.
When human-only models don’t scale
At the other end of the spectrum, Booths has doubled down on human service. That’s something customers value, and it still matters. But operating a high-touch, premium grocery model comes with structural challenges. Rising costs and changing economic conditions can make it difficult to sustain, particularly when customers become more price-sensitive.
Customers may appreciate the experience, but they also expect speed and reliability. If those aren’t delivered, even strong service isn’t always enough to keep a business competitive. This is where many retailers misread the situation. It’s not a question of choosing people over technology, but how the two can successfully work together.
Supermarkets are trying to solve the wrong problem
The common theme across these examples is a misunderstanding of what customers actually want. Supermarkets serve a broad audience: while some customers want speed and efficiency, others want reassurance and interaction. Most want both, depending on the context: a quick top-up shop requires speed and simplicity; a more considered purchase may require help and reassurance. Most customers move between these needs regularly. That’s why the checkout experience should reflect the type of shop customers are doing, not a one-size-fits-all approach.
Research reflects this tension. According to a PwC study, around 43% of UK shoppers say convenience matters to them, but not at the expense of the overall experience. At the same time, over 30% are willing to pay more for better service (UK Customer Satisfaction Index by The Institute of Customer Service, 2025). That’s the reality retailers need to design for: not a single “perfect” journey, but a flexible one that adapts to different needs. Trying to force customers into one model is where things start to break down.
What good looks like in practice
The answer isn’t more technology or less technology: it’s better use of it. Technology should make the experience easier. It should support staff rather than replacing them entirely. And it should give customers options rather than taking them away.
In practice, that means simple things done well. Self-checkout should be intuitive and reliable, with visible support when needed. Staff should be present where they add value. Systems should help customers find what they need quickly, without overcomplicating the process.
Some retailers are already finding that balance. Tesco, for example, offers a mix of self-checkout and staffed tills, adapting the experience depending on store format. Larger stores provide multiple options, while smaller formats still maintain enough staff presence to avoid long waits. This flexibility helps meet different customer needs without forcing a single way of shopping. The best stores don’t force a single way of shopping, but they allow customers to move between assisted and self-service naturally.
Getting the balance right
What Aldi, Amazon and Booths show is that the extremes don’t work. Full automation can weaken trust when customers feel disconnected from the process. A fully human model can struggle to remain efficient. The retailers that succeed will be the ones that treat technology as part of the experience, not the strategy itself.
That means designing journeys where speed and service can coexist, where automation removes friction without removing understanding, and where customers always feel in control of how they shop. Supermarkets that recognise this will be better placed to meet changing expectations and build long-term loyalty.
For any retailer considering a similar move, the question isn’t whether to invest in automation or service. It’s how to design an experience that works for everyone. Customers don’t notice the technology. They notice how easy, clear and reliable the experience feels. Get that right, and the model works. Get it wrong, and nothing else will compensate.
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